What kind of company is Guangzhou Procter & Gamble? Why do you produce everything?

I would like to introduce the background of Procter & Gamble and Unisys respectively, as well as the status of human resources governance in these two companies, and also talk about human resources governance itself as a department and as a department. A business concept and how the human part plays a role in the enterprise.

Procter & Gamble was founded in the United States in 1837 and entered China in 1988. It mainly deals in daily consumer goods, including soap, shampoo, paper towels, and potato chips. It produces all products that ordinary people use. At present, There are already more than 20 brands marketing in China. It has hundreds of thousands of employees worldwide, and by 1999 there were approximately more than 6,000 employees in China. When P&G first entered China in 1988, it first established a joint venture with the Guangzhou Soap Factory called Guangzhou P&G. At that time, the entire company had less than a thousand employees. I joined P&G in 1991, which happened to be a stage when P&G's China business was booming. In the past 10 years, P&G has grown from more than 1,000 people to more than 6,000 people. In 1998 and 1999, its annual sales in China were close to 10 billion, and profits and taxes were almost 2 billion and 3 billion. So its business is very successful. So what are the driving forces behind P&G's success?

P&G has many competitive advantages, such as its research and development capabilities. It has eight of its own parent technology research institutes around the world, one of which cooperates with Tsinghua University to research the development and production of laundry detergent. The other is sales, mainly its brand management. The brand concept that is currently very popular in the market was first proposed by P&G in the 1920s and 1930s, and then a market governance concept and a marketing method were specially formed. This is also one of its advantages.

Another advantage is the talent advantage. Its governance is very standardized, and the governance of people is a prominent one. The management of people is prominently reflected in the company culture. The core of P&G's corporate culture is that employees are the company's most valuable assets, and it has a complete set of philosophical ideas and practical policies and systems regarding the humanistic management of the company's employees. Specifically, it has campus recruitment, university recruitment, promotion from within, and training. In the United States, P&G has the reputation of being the cradle of talent. P&G recruits from 30 of the best universities in China every year, recruiting 1,200 new people every year. After they are recruited, they are trained from scratch so that they start from the lowest level of staff and gradually reach positions such as department managers and directors.

What does this mean? It shows that the company attaches great importance to people. In fact, P&G's salary may not be particularly high, but it pays more attention to the development of employees, the motivation of employees, and the training of employees. In this way, it achieves a high-performance salary system. The performance management I'm talking about today is actually the most comprehensive part of employee management. If there is a process for people's training and development, this kind of recruitment, training, career development, to the last link, the most comprehensive manifestation is the performance of employees.

P&G's W&DP performance management system

Performance at P&G is measured through a comprehensive performance management system called W&DP (Employee Work and Development Plan). In P&G's employee work and development plan (Table 1), you can see that P&G attaches great importance to human development, so its performance appraisal fully reflects this idea and implements it. You can look at it from several aspects.